The purpose of this activity is to provide historical overview of women’s roles in the American workplace and to prompt the group to start thinking about gender issues that their organization may need to address.

Time

15-20 minutes

Materials

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Flipchart and marker

Sample lecture

Overhead transparencies OHTs 37.1 and 37.2

Procedure

1. Present an overview of “Why Now?,” using OHT 38.1, and follow with a lecture offering a historical overview of U.S. women in the workplace, using either the Sample Lecture provided or one of your own.

2. For additional background information, display OHT 38.2.

3. Divide participants into small groups and ask them to discuss some of the gender issues that exist in their own organizations. Ask the group to appoint a recorder who will list the major issues.

4. Reconvene in a large group and have each group report on the issues that surfaced in their small group discussions. Record these issues on a flipchart.

Conclusion

Summarize by explaining that the intent of the activity is to explore the issues that were presented and begin to develop strategies that will be useful.

Creative activities are important regional facilitators. The urban interaction of the professionals of art, communication, universities, science and R&D leads to an increase in productivity, quality of life and competitiveness. These creative clusters attract other creative professionals, generating leisure or professional visits, which in turn may generate the decision to reside in the visited destination. Urban positioning strategies show a growing interest in the creation or attraction of creative activities.

This paper reviews the creativity and tourism literature, proposes a research method to detect creative flows and makes a first approach to the case of Valencia, Spain, a city with a long history of creativity and with a present that can make it a remarkable

While John Snow continued to carve his own mark on CSX, McClellan was making plans for an alliance of some sort with Conrail. If it could not buy the railroad, Norfolk Southern might worm its way into Conrail’s bed by setting up joint ventures. One potential vehicle for those alliances was the Triple Crown intermodal service that Norfolk was building from its new RoadRailer technology.

McClellan was a strong advocate of the new technology, and he found a fellow supporter in David R. Goode, who became NS’s chairman and CEO in 1992. Quiet and unassuming with a round cherubic face, Goode had joined the Norfolk and Western fresh from Harvard Law School as a tax attorney. Although he had been raised near the N&W main line in the mountains of southwestern Virginia, Goode had no experience with railroad operations. Yet, like McClellan, he loved trains, enjoyed touring historic rail lines, and collected old books and art about railroads.

As did McClellan, Goode recognized that Norfolk Southern needed routes into the Northeast and could not afford to let another line grab them instead. Much of the road’s northbound traffic was handed over to Conrail, and NS failed to capture many east-west movements because Conrail held a monopoly on New Jersey, where they originated or terminated. Norfolk Southern’s tracks crisscrossed the east from Jacksonville to Chicago and New Orleans to Washington, but north of the Potomac and east of the Ohio border they were conspicuously absent. “I think things always pointed us towards the need to get into this big hole that we had in the map,” Goode said. “Any time you went back and looked at the old maps of Norfolk Southern, you had this big hole in it.”

Traditionally, a client’s expectations with regard to quality in construction works are ensured and upheld by building contracts. With the recent emergence of ISO 9000 quality management systems, however, the definition and assurance of quality have taken on a new dimension. Many contractors have since applied quality management systems in their organisations without understanding its intricate relationship with the building contract used. This chapter examines the likely conflicts and compatibility between Standard Forms of Building Contract and quality management systems. An understanding of the possible legal obligations that may arise from adopting a quality management system contractually will help contractors and clients protect their interests when defects arise. In addition, many contractors are in the process of establishing their quality management systems to increase their competitive and bidding edge.

This trend has raised questions as to the application of quality systems to Standard Forms of Building Contracts in the construction industry. There is a tendency for both the Quality Manager and Construction Manager to consider quality systems and their associated legal obligations separately from building contracts. This may be acceptable when the quality system is still in its infancy stage. As the quality system matures, however, there would be unavoidable interaction between quality systems and contractual/legal obligations at different levels, especially when there is evidence of reliance by the purchaser on certification such as ISO 9000.